Written questions by Johnson.

Which NHS accident and emergency departments (a) offer and (b) do not offer an (i) HIV, (ii) hepatitis B and (iii) hepatitis C test to all patients requiring a blood test.

Emergency Department (ED) opt-out testing is currently being offered to all extremely high and high HIV prevalence areas in England until the end of March 2026. A detailed list of specific sites offering opt-out HIV, hepatitis B and hepatitis C testing is contained in the attached table.The Department, together with the UK Health Security Agency and NHS England, are working together in the development of a new HIV Action Plan which we aim to publish later in 2025. The plan will include a focus on scaling up HIV testing, including an assessment of the future of opt out testing based on the programme’s progress and available data in line with our 2030 ambition.

How many (a) positive and (b) negative (i) HIV, (ii) hepatitis B and (iii) hepatitis C tests were performed in emergency departments as part of the opt-out blood-borne virus testing scheme in each month since January 2025.

This information is not available as the data is currently unvalidated.Over the first 24 months of the opt-out bloodborne virus testing in emergency departments programme, 1,981,590 HIV tests, 1,502,799 hepatitis C virus tests and 1,185,678 hepatitis B virus tests have been completed.An interim report on the programme is available at the following link:https://www.gov.uk/government/publications/bloodborne-viruses-opt-out-testing-in-emergency-departments/public-health-evaluation-of-bbv-opt-out-testing-in-eds-in-england-24-month-interim-report

Whether he has had discussions with the Leader of the House of Lords on when the committee stage of the Tobacco and Vapes Bill will take place.

Ministers and officials from the Department are regularly in touch with their counterparts across Government. The Tobacco and Vapes Bill has had its Second Reading in the House of Lords, and Committee stage will take place when parliamentary time allows. We expect the Bill to complete its passage within this parliamentary session.

If he will make an assessment of the reasons for which females who have an out of hospital cardiac arrest are less likely to receive (a) resuscitation and (b) defibrillation than males.

Immediate resuscitation and defibrillation can substantially improve the chance of survival after an out-of-hospital cardiac arrest. While fewer than one in ten people survive an out-of-hospital cardiac arrest, defibrillation within three to five minutes of collapse can produce survival rates of up to between 50% and 70%.The Department and NHS England currently have no plans to make a specific assessment. However, NHS England has provided funding to St John Ambulance, who published research in October 2024 suggesting “a third of Brits are afraid to give CPR to a woman because they are worried about touching breasts”. The Department welcomes this research and their associated CPR Bra Campaign to tackle gender disparity in cardiopulmonary resuscitation, with more information on the campaign available at the following link: https://www.sja.org.uk/press-centre/press-releases/St-John-launches-CPRbra-campaign-to-tackle-gender-disparity-in-cpr/

What assessment he has made of the potential impact of the abolition of NHS England on local clinical services.

Following the announcement that NHS England will be abolished as an arm’s length body and replaced by a new Department of Health and Social Care, a transformation programme has been launched, led by Richard Barker as Senior Responsible Officer.It is only right that with such significant reform, we commit to carefully assessing and understanding the potential impacts, as is due process. Evidence from these ongoing assessments will inform our programme as appropriate.The new Department will operate in a leaner, more agile and more efficient way and empower staff at all levels of the health system, including local clinical systems, to deliver better care for patients, drive productivity up and get waiting times down. This change will set local National Health Service providers free to innovate, develop new productive ways of working, and focus on what matters most.The Government is committed to transparency and will consider how best to ensure the public and parliamentarians are informed of the outcomes.

Whether his Department has made an estimate of the value for money of paying NHS trusts to validate the data on their waiting lists.

No estimate has been made of the return on investment on the validation sprint.Waiting list validation is a well-established component for effective management of waiting lists, with detailed guidance available for Trusts, including safeguards to ensure patients are not incorrectly removed from waiting lists.The Department publishes the Referral to Treatment Rules Suite and NHS England has published two key guidance documents to support the recording and reporting patient pathways, including a set of FAQs. NHS England published an updated version of the guidance documents in February 2025. The guidance states there “must be agreement from a clinician before any patient is returned to the referrer.” Any patient removed should receive a letter that would also be sent to their GP.Operational Planning Guidance 2025/26 set the requirement for trusts to validate patients on a referral to treatment (RTT) waiting list after 12 weeks and then every 12 weeks in line with good practice and published guidance, maximising the use of digital tools for both patient contact and data quality.Effective waiting list validation ensures trusts have an accurate understanding of the true size of their waiting list, which in turn helps them to reduce missed or cancelled appointments, make the most effective use of clinicians’ time and reduce overall waiting times.The Department does not hold data centrally on the number of incomplete pathways removed as a result of data validation on a monthly basis. As part of the validation sprint over the period from week ending 13 April 2025 to week ending 22 June 2025, waiting list management information across all acute providers estimates there were around 250,000 additional removals from waiting lists compared to the same period last year.Routinely validated, accurate waiting lists are a necessary part of delivering on our commitment to return to the NHS Constitutional standard that 92% of patients wait no longer than 18 weeks from referral to treatment, and to help to improve experience for patients, so that clinical time can be focused on the patients who need it.

What guidance he has issued to (a) NHS England and (b) NHS Trusts to validate their waiting list data.

No estimate has been made of the return on investment on the validation sprint.Waiting list validation is a well-established component for effective management of waiting lists, with detailed guidance available for Trusts, including safeguards to ensure patients are not incorrectly removed from waiting lists.The Department publishes the Referral to Treatment Rules Suite and NHS England has published two key guidance documents to support the recording and reporting patient pathways, including a set of FAQs. NHS England published an updated version of the guidance documents in February 2025. The guidance states there “must be agreement from a clinician before any patient is returned to the referrer.” Any patient removed should receive a letter that would also be sent to their GP.Operational Planning Guidance 2025/26 set the requirement for trusts to validate patients on a referral to treatment (RTT) waiting list after 12 weeks and then every 12 weeks in line with good practice and published guidance, maximising the use of digital tools for both patient contact and data quality.Effective waiting list validation ensures trusts have an accurate understanding of the true size of their waiting list, which in turn helps them to reduce missed or cancelled appointments, make the most effective use of clinicians’ time and reduce overall waiting times.The Department does not hold data centrally on the number of incomplete pathways removed as a result of data validation on a monthly basis. As part of the validation sprint over the period from week ending 13 April 2025 to week ending 22 June 2025, waiting list management information across all acute providers estimates there were around 250,000 additional removals from waiting lists compared to the same period last year.Routinely validated, accurate waiting lists are a necessary part of delivering on our commitment to return to the NHS Constitutional standard that 92% of patients wait no longer than 18 weeks from referral to treatment, and to help to improve experience for patients, so that clinical time can be focused on the patients who need it.

How many incomplete pathways have been removed as a result of data validation sprint in each month since April 2025.

No estimate has been made of the return on investment on the validation sprint.Waiting list validation is a well-established component for effective management of waiting lists, with detailed guidance available for Trusts, including safeguards to ensure patients are not incorrectly removed from waiting lists.The Department publishes the Referral to Treatment Rules Suite and NHS England has published two key guidance documents to support the recording and reporting patient pathways, including a set of FAQs. NHS England published an updated version of the guidance documents in February 2025. The guidance states there “must be agreement from a clinician before any patient is returned to the referrer.” Any patient removed should receive a letter that would also be sent to their GP.Operational Planning Guidance 2025/26 set the requirement for trusts to validate patients on a referral to treatment (RTT) waiting list after 12 weeks and then every 12 weeks in line with good practice and published guidance, maximising the use of digital tools for both patient contact and data quality.Effective waiting list validation ensures trusts have an accurate understanding of the true size of their waiting list, which in turn helps them to reduce missed or cancelled appointments, make the most effective use of clinicians’ time and reduce overall waiting times.The Department does not hold data centrally on the number of incomplete pathways removed as a result of data validation on a monthly basis. As part of the validation sprint over the period from week ending 13 April 2025 to week ending 22 June 2025, waiting list management information across all acute providers estimates there were around 250,000 additional removals from waiting lists compared to the same period last year.Routinely validated, accurate waiting lists are a necessary part of delivering on our commitment to return to the NHS Constitutional standard that 92% of patients wait no longer than 18 weeks from referral to treatment, and to help to improve experience for patients, so that clinical time can be focused on the patients who need it.

How many incomplete pathways have been removed as a result of data validation in each month since July 2024.

No estimate has been made of the return on investment on the validation sprint.Waiting list validation is a well-established component for effective management of waiting lists, with detailed guidance available for Trusts, including safeguards to ensure patients are not incorrectly removed from waiting lists.The Department publishes the Referral to Treatment Rules Suite and NHS England has published two key guidance documents to support the recording and reporting patient pathways, including a set of FAQs. NHS England published an updated version of the guidance documents in February 2025. The guidance states there “must be agreement from a clinician before any patient is returned to the referrer.” Any patient removed should receive a letter that would also be sent to their GP.Operational Planning Guidance 2025/26 set the requirement for trusts to validate patients on a referral to treatment (RTT) waiting list after 12 weeks and then every 12 weeks in line with good practice and published guidance, maximising the use of digital tools for both patient contact and data quality.Effective waiting list validation ensures trusts have an accurate understanding of the true size of their waiting list, which in turn helps them to reduce missed or cancelled appointments, make the most effective use of clinicians’ time and reduce overall waiting times.The Department does not hold data centrally on the number of incomplete pathways removed as a result of data validation on a monthly basis. As part of the validation sprint over the period from week ending 13 April 2025 to week ending 22 June 2025, waiting list management information across all acute providers estimates there were around 250,000 additional removals from waiting lists compared to the same period last year.Routinely validated, accurate waiting lists are a necessary part of delivering on our commitment to return to the NHS Constitutional standard that 92% of patients wait no longer than 18 weeks from referral to treatment, and to help to improve experience for patients, so that clinical time can be focused on the patients who need it.

What assessment he has made of the potential impact of headcount reductions in (a) NHS England, (b) his Department and (c) Integrated Care Boards on the implementation of the 10 Year Health Plan.

Following the announcement that NHS England will be abolished as an arm’s length body and replaced by a new Department of Health and Social Care, a transformation programme has been launched, led by Richard Barker as Senior Responsible Officer.It is only right that with such significant reform, we commit to carefully assessing and understanding the potential impacts, including headcount reductions in NHS England and the Department, as is due process. Evidence from these ongoing assessments will inform our programme as appropriate.To support future planning, NHS England has published the Model ICB Blueprint, which sets out the strategic role of integrated care boards (ICBs). Their responsibilities will continue to focus on population health management, including understanding local needs, developing long-term strategies, allocating resources, and evaluating impact.The new Department will operate in a leaner, more agile and more efficient way and empower staff at all levels of the health system to deliver better care for patients, drive productivity up and get waiting times down. This change will set local National Health Service providers free to innovate, develop new productive ways of working, and focus on what matters most.The Government is committed to transparency and will consider how best to ensure the public and parliamentarians are informed of the outcomes.

What assessment he has made of the potential impact of the proposed abolition of NHS England on the provision of central estates.

The future Department will be smaller, more agile, and more efficient, thereby delivering value for money for the public and empowering our health system to improve health and care for patients.Work is progressing at pace to develop the design and operating model for the new integrated organisation, as well as the plan for the smooth transfer of people, functions, and responsibilities.A long-term estates strategy will be implemented when the final shape of the organisation matures. We are committed to a regional structure, with the Places for Growth programme and Leeds remaining as the Department’s second headquarters. We will review our estates portfolio to ensure that it delivers value for money for the taxpayer.

What his planned timetable is for bringing forward legislative proposals to abolish NHS England.

The formation of the future Department is being done in the first instance by bringing teams closer together to jointly plan future delivery. This will be followed by primary legislation to abolish NHS England, subject to Parliamentary approval and once Parliamentary time allows. Until such a time when appropriate changes are made, the Department and NHS England will continue to carry out their respective statutory functions. Legislation would be subject to the approval of Parliament, so we are working with the Leader of the House and business managers to ensure an appropriate timetable that enables us to do the things that we need to do in a timely way, and working towards the two-year delivery timetable already announced.

What assessment he has made of the potential impact of the abolition of NHS England on NHS hospital trusts.

On 13 March 2025, the Prime Minister announced that NHS England will be brought back into the Department to form a new joint centre. Work is progressing at pace to develop the design and operating model for the new integrated organisation, and to plan for the smooth transfer of people, functions and responsibilities.National Health Service trusts are not in scope of this programme, but it is only right that with such significant reform that we commit to assessing and understanding the potential impacts carefully, as is due process, including the impacts on NHS trusts. Ongoing assessments will inform our programme as appropriate.

What assessment he has made of the potential impact of the abolition of NHS England on the structure of his Department.

Work is progressing at pace to develop the design and operating model for the new integrated organisation, including a plan for the smooth transfer of people, functions and responsibilities. Given the scale and significance of the reforms, the Government is committed to carefully assessing and understanding the potential impacts, as is due process. This includes the impacts relating to the future structure of the Department. These ongoing assessments will inform the ongoing work of the programme.A full impact assessment will be published alongside the primary legislation.

What proportion of defibrillators have a collocated bleed/trauma pack.

The Department does not hold data on the proportion of automatic external defibrillators (AEDs) that have a collocated bleed/trauma pack. AED databases, such as the Circuit, are operated independently of Government. It is a matter for the individual AED guardian and their local community to decide if they wish to keep a bleed/trauma pack in the cabinet with their AED.

What assessment he has made of the potential merits of co-locating (a) inhalers, (b) adrenaline auto injectors and (c) other emergency medical treatment alongside defibrillators in the community settings.

There are no plans to make prescription inhalers available to store alongside automatic external defibrillators (AEDs). This is because AED guardians would need to maintain a stock of inhalers, as the devices need to be replaced when they are used. AED guardians would need to check regularly to see if a device had been used and returned, which is not feasible with non-dosage counter inhalers, or used and taken away by whoever needed it. Additionally, where AED cabinets are kept unlocked by their communities, there is a risk that small devices like inhalers could simply be stolen.Individuals with asthma who have been prescribed inhalers, should have those devices with them or with their parent/guardian.The National Health Service is also seeking to reduce prescribing of reliever inhalers and making these devices available through AED cabinets runs contrary to that goal.Similarly, there are no plans to make adrenaline auto injectors or other prescription only treatments available for storage in AED cabinets.

What assessment he has made of the impact of the abolition of NHS England on staff morale.

The organisational changes that have been announced are no reflection of the tireless work carried out by talented professionals across the Department and NHS England. They are about getting the system working for patients and the public.It is understood that organisational changes can have an impact on our colleagues, and the Department and NHS England are committed to treating people with the care, respect and fairness they are owed throughout this process. Both organisations are communicating information about the changes to staff and trade unions at the earliest opportunity and are committed to a culture of transparency.

What recent progress his Department has made on the abolition of NHS England.

Following the announcement that NHS England will be abolished as an arm’s length body and replaced by a new Department of Health and Social Care, a transformation programme has been launched, led by Richard Barker as Senior Responsible Officer (SRO).On 26 June 2025, staff were briefed by the Department’s Permanent Secretary, the NHS England CEO, and programme SRO on the programme’s aims, executive structure, guiding principles, and transition timeline.The recruitment of the senior leadership for the new Department is ongoing, with several roles already out to advert, including for Director General of Strategy and Health Policy, Adult Social Care, Finance, and People.Work is progressing at pace to develop the design and operating model for the new integrated organization, including a plan for the smooth transfer of people, functions, and responsibilities.

What steps his Department is taking to ensure that the abolition of NHS England does not affect the delivery of frontline services for patients.

Our commitment to the delivery of frontline services for patients underpin our reforms. These reforms will simplify the National Health Service, remove layers of unnecessary bureaucracy, and allow us to reinvest more in the frontline, so patients receive safe, timely care and are heard and listened to. It is only right that with such significant reform, we commit to carefully assessing and understanding the potential impacts, and we will do this throughout. Ongoing assessment is part of the reform programme and evidence collected will inform the programme as appropriate and ensure our decisions focus on improving patient care. The Government is committed to transparency and will consider how best to ensure the public and parliamentarians are informed of the outcomes.

When he plans to publish the estimate of the potential savings to the public purse following the abolition of NHS England.

Creating a new joint organisation will streamline decision-making, reduce bureaucracy, and improve accountability. These changes are expected to generate significant efficiencies over time.The Department’s initial modelling demonstrates that the up-front investment in organisational change will be offset by long-term reductions in staffing and running costs, ensuring the programme delivers value for money and sustainable savings for the taxpayer.Further detailed planning work is underway, considering all the funding priorities for the Department and NHS England. Further detail will be provided once this work has concluded.